Storm the Gates - Part 4

John Bunyan’s book The Holy War describes the capture and re-taking of Mansoul. The gates were taken advantage of by Diabolus and his armies because they were not guarded properly. When King Shaddai decided that he was going to gain control of it again, he chose to assault the gates also. The Eye Gate and the Ear Gate were the primary ways of going back into the city. So he determined that he would have his best men to attack the Ear Gate. It literally shook while these men assaulted it. While the allegory is best understood as preaching that is being used to reason with the Ear Gate, Bunyan does an excellent job in describing the ways that it falls back to the control of King Shaddai.

The first to assault the Ear Gate was Captain Boanerges and his first assistant, Mr. Thunder. The second man to assault the gate was Captain Conviction and his first assistant, Mr. Sorrow. The third man sent in is Captain Judgment and Mr. Terror. Obviously Bunyan is describing the most effective tones of evangelistic preaching. Although all of these techniques, authority, passion, conviction, godly sorrow, judgment, and a fear of the judgment awaiting every man, it appears that much of this kind of preaching has fallen by the wayside.

Captain Judgment and Mr. Terror (knowing the terror of the Lord, we persuade men; 2 Cor. 5:11) are dressed in red uniforms with an insignia of a burning furnace. When he stepped up to speak immediately after Captain Conviction, his words rang out.

‘O ye, the inhabitants of the town of Mansoul, that have lived so long in rebellion and acts of treason against the King Shaddai, know that we come not today to this place, in this manner, with our message of our own minds, or to revenge our own quarrel; it is the King, my Master, that hath sent us to reduce you to your obedience to him; the which if you refuse in a peaceable way to yield, we have commission to compel you thereto. And never think of yourselves, nor yet suffer the tyrant Diabolus to persuade you to think, that our King, by his power, is not able to bring you down, and to lay you under his feet; for he is the former of all things, and if he touches the mountains, they smoke. Nor will the gate of the King’s clemency stand always open; for the day that shall burn like an oven is before him; yea, it hasteth greatly, it slumbereth not.

If It's Frustrating You, It's Definitely Frustrating the Church

What are we talking about?  The loss of ministry momentum.  When the church starts and a pastor promotes a new ministry in the church, everyone gets excited.  That excitement is the fuel that this ministry is going to need to get started and for success to quickly begin to happen.  The labor and energy that goes into promoting new ministries within the church is great.  The planning aspect alone often takes many, many hours of several people working together to cause this new ministry to be possible.  However, once it starts, if constant encouragement and direction is not given, it could very possibly begin to lose its momentum within just a very short amount of time. 

Simply placing somebody over a ministry is not enough.  You have to work with that person, train them, encourage them, and let them know exactly what it is you hope to see accomplished in this new ministry.  This mentoring of the new leader is absolutely necessary if you want this new ministry to succeed.  However, oftentimes our own schedules don't allow us to properly train and equip the people that we placed over various ministries within the church.  When this happens, the new ministry begins to lose momentum.  Do your leaders consistently lose the encouragement that they need?  Do they have questions that are not being answered?  Do they lack the training and direction that they need, or are they too are simply losing interest?

Nine Essential Leadership Skills

What basic leadership skills make pastors effective in their ministries? Here are 9 essentials.

1. Leaders do lead. Many people in positions of religious leadership simply don't lead. The fact is that true leaders do lead. They chart a course, garner the necessary support and resources, and work to succeed. 
   
2. Leaders lead from a spiritual center. Men and women engaged in ministry are careful to ask God to help them lead from a spiritual center. Today's spiritual leaders must also take the time they need to quietly seek guidance. 
   
3. Leaders compromise creatively. As soon as a vision is articulated and plans are established, obstacles and roadblocks will occur. They'll seek ways to compromise creatively so that the end goal will still be accomplished. 
   
4. Leaders deal constructively with conflict. Whenever someone provides leadership, conflicts will arise. Effective leaders learn how to deal constructively with conflicts and maneuver around them. 
   
5. Leaders are willing to listen. Strong leaders know that listening to others helps them in two ways. First, by hearing what others say, their own vision for the future can be clarified, modified, and intensified. Second, when leaders listen respectfully, even to criticisms, they not only gain additional insight, but often receive the support of the speaker. When leaders listen, people rally around.

They Shall Mount Up With Wings

This often-used scripture has always challenged the believer, for most want to be able to live up above the earthly arena of life. The one key is written; They that wait, they that serve the Lord with life and lips will surely learn the art of mounting up. I read an article about birds that stated, "The hearts of birds are heavier in proportion than the hearts of man or other animals." The reason given was, the more the body works, the greater the demand on the heart, which causes it to become heavier. Birds are very hard working creatures and so should the believer be.

A lofty life lived on spiritual wings requires an enlarged heart, which means constant fellowship with God Himself. If we are to live in the Heavenlies, to arise we must ask God to give us a bigger heart. Our desires must be for Spiritual things and only a heart after God will allow that.

In Psalm 119:32, the writer shouts, "I will run in the way of thy commandments, when thou shall enlarge my heart!"

The Top Ten Leadership Principles of Jesus

1.              Learn that leadership is servanthood. Servanthood begins with security. Jesus knew His position and was willing to not flaunt it. Jesus knew His calling and was willing to be faithful to it. Jesus knew His future and was willing to submit to it.

2.              Let your purpose prioritize your life. Because Jesus developed priorities based upon His purpose:

•        He successfully dealt with distractions.
•        He wisely responded to personal rejection. 
•        He willingly suffered pain.

3.              Live the life before you lead others. Jesus never begged anyone to believe in Him. He knew that integrity cannot be proven; it must be discerned. He never wasted time with critics. He kept His attention on His goal. He stayed focused.

4.              Walk slowly through the crowd. Leadership impact is drawn not from official position, but from authentic relationships. (John 4:5-30, 8:1-11) "You will never possess what you are unwilling to pursue." Jesus knew this.

5.              Replenish yourself. Life is demanding. People are demanding. The more you succeed, the more you lead, the more people will demand of you. Replenishing yourself requires your attention. Faith walks out when fatigue walks in.

10 Tips For Leading Change

1. Define and understand your own reaction to change in order to compare it to the reactions of others.

Even the happiest of changes may cause a feeling of loss for what existed before. As a leader, perhaps you see that the change will save the company, enhance the product, diminish costs, or make the organization more competitive. But what will occur that is outside your own comfort zone? To be a leader of change, you must identify how the change will impact your own personal situation. What stresses will you experience that you will either consciously or unconsciously pass on to others? Will you also fear for the future of your job or your department? Will you survive, but see many of your colleagues go? Will you have to learn a new skill or move to a new location? Only if you take the time to specifically define your own reaction to change can you put yourself in the shoes of those you lead who will have their own reactions, fears, and behavioral fallout.

2. Involve those people who will be affected by change in both the planning and implementation process.

When change is dictated, resistance is the automatic response to the stimulus. Leaders are able to gain much more cooperation when they invite others to join the plan. Include them in figuring out how to implement change, even when they are obvious in their opposition. Co-opting the opposition is the best way to get their buy-in. Leaders may even end up with some better ideas for making the change work.

3. Communicate the vision so others can understand and buy in to the change.

The benefit of the end state must become the driving force to persuade employees to work through the agony of change. There must be something better waiting, and it must be visible throughout the pain. Often leaders have a vision that makes great sense. However, this bright future may not be shared beyond the inner circle. Failing to understand, employees feel uncertain as to why they must change and where they are going. Uncertainty itself can be more painful than change.

4. Share all possible information about change with the widest audience possible. When you think you have spread the word, start over.

In the midst of change, the best advice is, "Communicate, communicate, communicate.' Unless information is proprietary or may be helpful to the competition and harmful to the organization's success, it should be shared widely. lf employees understand why actions are taken, what is expected, and how the change will lead through the steps toward the vision, they are much more likely to come along on the journey. When employees do not have information, they are more likely to resist or even sabotage change efforts that appear to threaten their stability and security. When Lockheed and Martin Marietta began the merger process, the leaders of both organizations traveled to every major site and talked directly to employees. The message was carried in videotapes, written documents, and personally by leaders at all levels.

5. Explain the impact of change on individuals more than on the organization.

When the status of one's job is in danger, an employee really doesn't care about organizational success. At a time when GE was downsizing, employees were attending training programs at the same time that they were wondering whether their desks would still be there when they returned to their offices. Corporate leadership was talking about the need to slim down for future financial success, but employees were used to a culture in which they were GE employees for life. Productivity was significantly degraded while employees wondered about the personal impact, not the organizational impact, of the change.

Ten Principles for Getting Along With Difficult People

1. Maintain your confidence by being in right relationship with God. You can’t be objective or discerning if you’re not in good standing with God. A strong relationship with God gives you the grace and confidence to deal properly with difficult people.
2. Remember over- reacting will only accentuate the conflict and confuse the issue.
3. Hold realistic expectations. Make sure the difficult person can reach your expectations. You may be expecting him to do or be something that is impossible.
4. Quit trying to change the difficult person. Give up your rights and expectations regarding this person. Accept the fact that you can’t change him, but you can change your reactions to him.
5. Refuse to play his games. He may attempt to use you or make you feel guilty or obligated. Recognize the emotional games, and don’t participate.
6. Don’t allow yourself to become the difficult person’s slave. Be honest with yourself and learn to say no.
7. Keep a proper spirit and attitude. Maintaining credibility is the greatest struggle. Don’t let bitterness, anger, or resentment grow.

Wrongfully Accused, Again

Has it ever happened to you? It happened to me again today. Someone said I said something that I didn’t. They did it to defend themselves and their lifestyle of sin. I guess they figured if they could make me look small, it would somehow make them bigger, or at least more righteous.

Several years ago, I realized that people will (dog) the Pastor or the church in order to make themselves appear better than the church. This way, when someone comes to invite them to church, they can use this as a way of saying, “your Pastor is no better than I am. Why should I come to your church?!” And boy if you did say what they said you said. Or if you did what they said you did, now they have every reason in the world to never come to church. As if by some miracle, you were as wise as Solomon and did everything perfectly.

I believe Jesus understood this. Mary and Martha would have blamed Him for their brother’s sickness and death, but the fact of the matter was it was their own lack of faith that allowed their brother to die. And for their lack of faith, Jesus wept. Adam himself wanted to blame his wife for his own sin. As much as Eve did play some part in tempting Adam, the real one at fault was no one else but Adam.

I’m sure if you have been in ministry long at all, you have counseled people only to have them use your good counsel to try to destroy your character and reputation. Personally, I refuse to allow other peoples sin to affect me. When they want to make excuses and bring my name into the situation, I have decided to quickly turn the conversation around and allow light to come into the problem. “The real reason there is a situation, is you have had an affaire, not that I counseled you or did not counsel you about this.” I think you get my thinking here. There are several examples I could give.

“My brother would have lived if you would have been here Jesus”. No, he would have lived if you would have prayed for him to live. Why bring my name into your faithlessness. “My family would have stayed together if the Pastor would have spent more time with us.” No, your family would still be together if you would have slept in your own bed. “I’d still be in the church if that Pastor wouldn’t have offended me with his preaching.” The only thing that is offended by good preaching, is sin. Why don’t you confess your faults and be healed instead of blaming the Pastor for your unrighteous lifestyle.

The Peril of Sheep Diseases

THE PERIL OF SHEEP DISEASES
Rev. Robert Wimberley

Ezek 34:11-12
11 For thus saith the Lord GOD; Behold, I, even I, will both search my sheep, and seek them out.
12 As a shepherd seeketh out his flock in the day that he is among his sheep that are scattered; so will I seek out my sheep, and will deliver them out of all places where they have been scattered in the cloudy and dark day.

INTRO:  The word sheep is mentioned exactly 187 times from Genesis to Revelation.
New Ungers Bible Dictionary tells us that the term Sheep can mean several things in the Hebrew….

SHEEP
1. young sheep, a lamb, Heb. keseb.
2. A flock of sheep (rendered "flock," the most frequent word thus rendered, Heb. 'son.
3. ne of a flock, a single though sometimes used collectively (Jer 50:17), Heb. seh.
4. ny four-footed tame animal accustomed to graze, but always a sheep in the NT Grk. Probaton.

Sheep were an important part of the possessions of the ancient Hebrews and of Eastern nations generally. They were used in the sacrificial offerings, both the adult animal and the lamb, i.e., a male from one to three years old, but young lambs of the first year were used more frequently.  No lamb under eight days old was allowed to be killed .  A very young lamb was called taleh (1 Sam 7:9, "suckling lamb";
(From The New Unger's Bible Dictionary. Originally published by Moody Press of Chicago, Illinois. Copyright (c) 1988.)

I came across a book several months ago which belonged to my father.  It was written by a former English Shepherd who had spent the majority of his life raising and shepherding sheep until God called him to be a pastor.  So he traded in his staff for a Bible, and his rod for a pulpit.  But he felt that it would be beneficial to write about the first hand experiences he had as a shepherd, since so many of those experiences apply today to the spiritual flock of the Lord.